Ohio State and the Office of Administration and Planning are committed to fostering a high-performance work culture. To support these efforts, the performance management process encourages communication between a supervisor and staff member throughout the year.
The performance management tool (PM tool) provides a method for setting performance expectations and tracking a staff member’s progress towards those expectations. While we will set goals for FY25 using this tool beginning July 1, FY24 self-evaluations and performance evaluations should be completed using current forms.
Overview
I. Timeline
- July - September - Window opens for non-bargaining unit staff to enter their goals into the performance management tool.
- November to February – At least one check-in meeting should be held during this time frame and continuous feedback throughout the year is encouraged. Notes of such meetings must be entered into the performance management tool.
- By mid-May – Employees complete their self-review (if applicable).
- Mid-May to early June – Supervisors meet with employees to review performance and set goals (if applicable) for the upcoming year.
- Early June to mid-June – Final performance evaluations and new goals (if applicable) should be entered into the performance management tool and ratings provided to Human Resources to determine pay increases.
Please note: Staff should touch base with their managers to determine how each unit will integrate the tool.
II. Annual Goals and Competencies
- All staff should develop and document at least three (3) SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) or performance expectations with their supervisor each performance cycle
- Each staff member is also encouraged to develop at least one professional development goal for the year.
- Goals should be tied to the mission, vision and values of each business unit.
- It is important that supervisors provide regular, on-going feedback throughout the year to staff regarding the progress they are making towards their goals.
III. Self-Evaluation
- All staff are encouraged to submit an annual self-evaluation in the performance management tool.
- This is the staff member’s opportunity to summarize their accomplishments over the past year.
- The manager will review the self-evaluation with the employee and discuss their thoughts on the staff member’s performance.
IV. Year-End Performance Review
- During the annual year-end performance review meeting, supervisors will go over the performance ratings with each staff member.
- Supervisors should also provide a written summary of the staff member’s overall performance.
- Each staff member will have the opportunity to provide comments related to their performance ratings.
- During this discussion, goals should be reviewed and agreed upon.
- Both the supervisor and the staff member must sign off on the completed evaluation.
Rating Scale
4: Exceeding
- The employee’s contributions have made an outstanding impact on the achievement of department priorities
- Exhibits mastery in all dimensions of their role and responsibilities
- Contributes new or revised practices that have significant impact to the department
- Positively impacts others and serves as a role model for behaviors consistent with department expectations
3: Fully Achieves
- Regularly meets and sometimes goes beyond expectations
- Is fully qualified and competent in their role
- Demonstrates good work habits and reliably produces positive results
- Behavior consistently aligns with their department’s values and positively contributes to the department’s overall mission
2: Somewhat Achieves
- Performance meets some, but not all, expectations
- Somewhat inconsistent in decision making, communication and/or demonstrated abilities
- Relational skills need refined or do not consistently align with their department’s values
- Continued development, learning and improvement may be needed to be fully achieving
1: Not Achieving
- Meets few or none of the set goals or expectations set for the year
- Work results consistently do not meet minimal standards for quantity and/or quality
- Takes little or no initiative and/or requires more than the expected level of supervision
- Fails to demonstrate behaviors that reflect their department’s mission and values